Introduction To Quality Function Deployment

Introduction to Quality Function Deployment
What is QFD? Benefits of QFD QFD Methodology The Four Phases

Product Planning Design Deployment
Manufacturing Process Planning

Production Planning
Managing the QFD Process
What is QFD?
QFD from the Japanese -
HIN
SHITSU
KI
NO
TEN
KAI
Quality Features Attributes Qualities
Function Mechanization
Deployment Diffusion Development Evolution
= QFD
Quality Function Deployment - Customer Driven Product / Process Development
Definition of Quality Function Deployment :

There is no single, right definition for QFD; this one captures its essential meaning:
A system for translating customer requirements into appropriate company requirements at each stage from research and product development to engineering and manufacturing to marketing/sales and distribution
Prerequisites to QFD are Market Research and VOC gathering.
As QFD is the process of building capability to meet or exceed customer demands, understanding the market, knowing the various customer segments. what each customer segment wants, how important these benefits are, and how well different providers of products address these benefits are some of the key precursors to a successful QFD. These are prerequisites because it is impossible to consistently
provide products / services which will attract customers unless you have a very good understanding of
what they want.
Why was QFD developed?

QFD was developed in Japan in the late 1960s by Professors Yoji Akao and Shigeru Mizuno. The Professors aimed at developing a quality assurance method that would design customer satisfaction into a product before it was manufactured. Prior quality control methods like Ishikawa were primarily aimed at fixing a problem during or after manufacturing.
Key Rationale:
1 2 3 4 Customers are our number one concern. Satisfied customers keep us in business. Therefore, we must have an excellent understanding of their needs. Proactive product development is better than reactive product development. QFD can help a company move toward a more proactive approach. Quality is a responsibility of everyone in the organization. QFD is a team methodology which encourages a broader employee involvement and focus. The QFD methodology helps an organization determine the most effective applications for many engineering and analytical tools such as: Design of Experiments, Failure Analysis and Statistical Process Control.
Where does QFD fit?

Satisfied Customer
UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS
Excitement Needs
Dont Have Dont Do
Spoken Measurable Range of Fulfillment
Included Do Well
Unspoken Taken For granted Basic Spoken If Not Met
QFD focuses on Performance Needs and unmet Basic Needs
Performance Needs Basic Needs
Dissatisfied Customer
RECOGNIZE
1) The Impact of Needs on the Customer 2) That Customer Needs Change With Time 3) The impact of Communication of Customer Wants Throughout the Organization
Where does QFD fit?

Six Sigma / TQM Strategic Issues - Technical Tools - Cultural Change
Quality Improvement Tools QFD

- Planning Tool - Customer Driven - Proactive - Cross Functional Teams Taguchi Methods FMEAs Fault Tree Analysis Cause-Effect Diagram Pareto Benchmarking Pugh Concept Selection Etc
SPC Check Sheets

- Monitor - Continuous Improvement - Hold the Gains
QFD Overview
Customer Requirements
Converted to
Company Measures
Converted to
Part Characteristics (Design)

Converted to
Manufacturing Process
Converted to
Production Requirements (Day to Day Operations)
When should QFD be used?

1 Customers are complaining or arent satisfied with your product or service. 1.Complex Product Development Initiatives 1.Communications Flow Down Difficult 2.Expectations Get Lost 2.New Product Initiatives / Inventions 1.Lack of Structure or Logic to the Allocation of Development Resources. 3.Large Complex or Global Teams 1.Lack of Efficient And/or Effective Processes 2.Teamwork Issues 4.Extended Product Development Times 1.Excessive Redesign 2.Changing Team 3.Problem Solving, or Fire Fighting.
2 Market share has been consistently declining.

3 Extended development time due to excessive redesign, problem solving, or fire fighting. 4 Lack of a true customer focus in your product development process.
5 Poor communications between departments or functions. (Over-the -wall product development).

6 Lack of efficient and/or effective teamwork.
BENEFITS OF QFD
Introduction to Quality Function Deployment Change Comparison
Fewer and Earlier Changes
Reactive Company
Proactive Company
Time
- 14 Months 90% Complete
Production Start
Less Time in Development

PRODUCT DEVELOPMENT CYCLE TIME REDUCTION
1/3 TO 1/2
Fewer Start-Up Problems
TOYOTA PRODUCTION START UP PROBLEMS
Before QFD
After QFD
-5
-4
-3
-2
-1
Months
Production Start
Lower Start-Up Costs
Toyota Production Start-Up Costs
JAN 1977 INDEX = 100

PREPARATION (TRAINING) LOSS
OCT 197 INDEX = 80 NOV 1982 INDEX =62
APRIL 1984 INDEX = 39
Production Start
Fewer Field Problems

4x Profit
Toyota European Rust Warranty
Before QFD
After QFD
Satisfied Customers
Focus on Customer Satisfaction
Competitive Advantages
Fewer and Earlier Changes
Shorter Development Time

Fewer Start-up Problems Lower Start-up Cost Warranty Reduction Knowledge Transfer Customer Satisfaction
The bottom line of QFD is higher quality, lower cost, shorter timing and a substantial marketing advantage.
QFD METHODOLOGY
House of Quality
DOOR SYSTEM QFD PRODUCT PLANNING MATRIX
Introduction to Quality Function Deployment KANO MODEL (Of Quality/Features)

CUSTOMER SATISFACTION VERY SATISFIED EXCITEMENT
UNEXPECTED, PLEASANT SURPRISES 3M CALLS THEM CUSTOMER DELIGHTS
DID NOT DO AT ALL
UNSPOKEN SPOKEN DEGREE OF AGREEMENT
PERFORMANCE ONE-DIMENSIONAL MOST MARKET RESEARCH UNSPOKEN FULLY ACHIEVED BASIC EXPECTED TYPICAL OF INVISIBLE PRODUCTS
TIME
VERY DISSATISFIED
Voice of the customer

WHAT
Translating for action

WHAT HOW
The items contained in this list are usually very general, vague and difficult to implement directly - they require further detailed definition. One such item might be good ride which has a wide variety of meanings to different people. This is a highly desirable product feature, but is not directly actionable.
COMPLEX RELATIONSHIPS WHAT HOW WHAT
UNTANGLING THE WEB HOW
RELATIONSHIPS
HOW
Process / Product
Kinds of Relationships
WHAT
Customer Wants (CTQs) STRONG relationship MEDIUM relationship WEAK relationship
How much is enough?

HOW
WHAT
RELATIONSHIPS
HOW MUCH
Correlation Matrix
Strong Positive Positive Negative Strong Negative
HOW WHAT
RELATIONSHIPS
HOW MUCH

HOW
= OUR COMPANY = COMPETITOR #1 = COMPETITOR #2
WHAT
RELATIONSHIPS
BAD
GOOD
CONFLICT!
HOW MUCH
GOOD
COMPETITIVE ASSESSMENTS
BAD
5 4 3 2 1

HOW
=1
WHAT
5 3 2 1
=3
=9
5
2 4 2
RELATIONSHIPS
IMPORTANCE RATINGS
HOW MUCH
33 89
13
21
25 21 18
The Four Phases of QFD

HOW
WHAT
RELATIONSHIPS HOW
HOW MUCH
WHAT
RELATIONSHIPS
HOW MUCH
Deploying the Voice of the Customer

PHASE 1 PRODUCT PLANNING PHASE 11 DESIGN DEPLOYMENT PHASE 111 MANUFACTURING PROCESS PLANNING PHASE IV PRODUCTION PLANNING
COMPANY MEASURES
PART CHARACTERISTICS
KEY PROCESS OPERATIONS
PRODUCTION REQUIREMENTS
NEW
NEW
NEW
Deploying the Voice of the Customer
WEATHER STRIP
DOOR CLOSE EASILY ETC ETC
CLOSING EFFORT @ 7 FT LBS
COMP LOAD DEFL
RPM EXTRUDER
PHASE 1 PRODUCT PLANNING
PHASE 11 DESIGN DEPLOYMENT
PHASE 111 MANUFACTURING PROCESS PLANNING
PHASE IV PRODUCTION PLANNING
Managing the QFD Process
Management Support of the Team

Provide the time Demonstrate your commitment Push for progress, but not too hard Be realistic
Timing
Spans a major portion of the product development process Identify key milestones Major projects will require 50-60 hours of meetings Meetings are used to coordinate activities and update charts Most of the work happens outside the meetings
Review the charts - make sure you understand

Set priorities if needed Help the team through the rough spots Keep asking the right questions
What to look for

Blank rows Unfulfilled customer wants Blank columns Unnecessary requirements Incomplete customer wants Rows or columns with only weak relationships Banking a lot on maybes Unmeasurable HOWs Difficult to do what cant be measured Too many relationships More than 50% relationships make it hard to prioritise Opportunities to excel Negative correlations Try to eliminate Trade off if needed Conflicting competitive assessments
Common Pitfalls
QFD on everything Inadequate priorities
Lack of teamwork Wrong participants Turf issues Lack of team skills Lack of support
Too much chart focus Handling trade-offs Too much internal focus Stuck on tradition Hurry up and get done Failure to integrate QFD
Some Right Questions

How was the voice of the customer determined? How were the design requirements (etc) determined? Challenge the usual in-house standards. How do we compare to our competition? What opportunities can we identify to gain a competitive edge? What further information do we need? How can we get it? How can we proceed with what we have?
Points to Remember
The process may look simple, but requires effort. Many of the entries look obvious - after they are written down. If there arent some tough spots the first time, it probably isnt being done right! Focus on the end-user customer. Charts are not the objective. Charts are the means of achieving the objective.
What trade-off decisions are needed? What can I do to help?
Find reasons to succeed, not excuses for failure.
THANK YOU!
Have a look at some of the service industry applications of QFD: http://www.mazur.net/publishe.htm

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